PART Ⅱ ADVANCED NEGOTIATION SKILLS 9 Developing a Negotiating Style 10 Establishing Trust and Building a Relationship 11 Power, Persuasion, and Ethics 12 Creativity and Problem Solving in Negotiation

第二篇 高级谈判技巧 9 形成一种谈判风格 10 建立信任和关系 11 势力，说服力与道德 12 谈判中的创造力与问题化解能力

9 Developing a Negotiating Style 9.1 Tough Versus Soft Negotiators 9.2 Motivational Orientation 9.3 Interests, Rights, And Power Model of Disputing 9.4 Emotions And Emotional Knowledge

9 形成一种谈判风格 9.1 强硬谈判者和温和谈判者 9.2 动机定位 9.3 争端的利益、权利和权势模式 9.4 情绪及情绪知识

9.1 Tough Versus Soft Negotiators 9.1.1 Two Completely Different Negotiation Styles 9.1.2 Developing Your Negotiating Style 9.1.3 Assessing Your Negotiating Style

9.1 Tough Versus Soft Negotiators 9.1 强硬派谈判者与温和派谈判者 9.1.1 两种截然不同的谈判风格 9.1.2 开发你的谈判风格 9.1.3 评估你的谈判风格

9.1.1 Two Completely Different Negotiation Styles Negotiators often choose between one of two completely different negotiation styles: being tough or being soft.

9.1.1 Two Completely Different Negotiation Styles 9.1.1 两种截然不同的谈判风格 谈判者往往从两种截然不同的谈判风格（或方法）中 选择其一： 强硬 温和

1）The Tough Negotiator The tough negotiator is unflinching, makes high demands, concedes little, holds out until the very end, and often rejects offers that are within the bargaining zone.

1）The Tough Negotiator 1）强硬谈判者 强硬谈判者 是无所畏惧的， 他们的要求很高， 几乎不会让步， （对自己的立场）坚持到底， 并且经常拒绝议价区间内的报价。

2）The Soft Negotiator In contrast, the soft negotiator typically offers too many concessions, reveals his or her reservation point, and is so concerned that the other party feels good about the negotiation that he or she gives away too much of the bargaining pie.

2）The Soft Negotiator 2）温和谈判者 温和谈判者 通常给予过多让步， 透露他的保留点， 并且会过于在意对方对谈判是否感觉良好， 以致于他将过多的议价馅饼让给了对方。

3) Neither Approach Is Particularly Effective is particularly effective in simultaneously expanding and slicing the pie, and both approaches are likely to lead to outcomes negotiators regret.

3) Neither Approach Is Particularly Effective 3）这两种方式都没有什么明显的效果 这两种方式 在扩大和分配馅饼时都没有明显的效果， 而且可能使谈判结局令谈判者失望。

The tough negotiator often walks away from potentially profitable interactions and gains a reputation for being stubborn. The soft negotiator agree too readily and never reaps much of the bargaining surplus.

强硬的谈判者 可能会放弃具有潜在盈利的交易， 并被冠以顽固的名声。 温和的谈判者 太乐于赞成， 永远得不到很多的议价盈余。

9.1.2 Developing Your Negotiating Style This chapter is designed to help you create a comfortable and effective negotiating style that allows you to (a) expand the pie, (b) maximize your slice, and (c) feel good about the negotiation.

9.1.2 Developing Your Negotiating Style 9.1.2 开发你的谈判风格 本章就是要帮助你 创造一种轻松获胜且有效的谈判风格。 使你能够： （1）扩大馅饼； （2）将你分得的那块馅饼最大化； （3）对谈判感觉良好。

This chapter focus on motivational orientation; the interests, rights, and power model of disputing; and the influence of emotions and emotional knowledge in negotiation. We provide ways of assessing your style and we profile negotiators who characterize each style. Your job is to do an honest self-assessment of your negotiation style.

本章将重点讲述以下方面的知识： 动机定位； 争端的利益型、权利型和权势型模型； 情绪的影响和谈判中情绪方面的知识。 我们将 讲述评估你的风格的方式， 并概括不同风格的谈判者形象。 你的任务就是 对自己的谈判风格进行实事求是地自我评估。

9.1.3 Assessing Your Negotiating Style Your first response in a negotiation situation is often a good indicator of your instinctive style. Take an honest look at yourself negotiating (audio record or videotape yourself if you have to). Then ask people who are not afraid to give you frank feedback about how they view your style. You will probably be surprised at their responses!

9.1.3 Assessing Your Negotiating Style 9.1.3 评估你的谈判风格 你对谈判形势的第一反应 通常充分体现了你天生的风格。 客观地审视一下自己的谈判过程 （如果有必要的话，给自己录音或录像）。 然后问那些愿意对你直言不讳的人， 他们如何看待你的谈判风格。 你很可能对他们的回答感到惊讶！

This chapter invites readers to honestly appraise their own negotiation style in terms of three dimensions: motivation, approach, and emotion. The negotiator can accurately assess his or her own style and its limitations and learn to assess the styles adopted by other negotiators.

在本章中，我们请读者用以下三种方式来实事求是的 评估自己的谈判风格： 动机 方法 情绪 谈判者可以 准确评估自己的谈判风格及其局限性， 还可以了解其他谈判者所采用的谈判风格。

9.2 Motivational Orientation People have different orientations toward the process of negotiation. Some are individualists, seeking only their own gain; others are cooperative, seeking to maximize joint interests; and others are competitive, seeking to maximize differences.

9.2 Motivational Orientation 9.2 动机定位 人们对谈判过程有着不同的定位： 一些人是自我型的， 只追求自己的利益； 一些人是合作型的， 寻求联合利益的最大化； 一些人是竞争型的， 力图将差异最大化。

9.2.1 Eight Distinct Motivational Orientations Exhibit 9-1 depicts eight distinct motivational orientations, ranging from altruism (high concern for others’ interests) to aggression (desire to harm the other party) to masochism (desire to harm oneself) and individualism (desire to further one’s own interests).

9.2.1 Eight Distinct Motivational Orientations 9.2.1 8种不同的动机定位 图9-1描述了8种不同的动机定位。 包括： 从利他型 （高度关注他人利益） 到侵犯型 （想要伤害对方） 到自虐型 （想要伤害自己） 到自我型 （渴望进一步扩大自己的利益）

Cooperation represents a midpoint between altruism and individualism; martyrdom represents a midpoint between altruism and masochism; sadomasochism represent a midpoint between masochism and aggression; and competition represents a midpoint between aggression and individualism.

合作型代表了 利他主义型和自我型之间的中间地带； 牺牲型代表了 利他主义型和自虐型之间的中间地带； 受虐型代表了 自虐型和侵犯型之间的中间地带。 竞争型代表了 侵犯型和自我型之间的中间地带。

A Circumplex of Social Motivations Concern for other Martyrdom Altruism Cooperation Masochism Individualism Concern for self Aggression Competition Sadomasochism A Circumplex of Social Motivations

关心他人 牺牲型 合作型 利他型 自虐型 自我型 关心自己 侵犯型 竞争型 受虐型 社会动机的环形图

9.2.2 Three Most Common Motivational Orientations Although Exhibit 9-1 depicts several motivational orientations, the following three are most common: individualism, competition, and cooperation, so we’ll focus most on these.

9.2.2 Three Most Common Motivational Orientations 9.2.2 最常见的3种动机定位 上图描述了好几种动机定位， 但是下面三种最常见： 自我型 合作型 竞争型。 因此，我们主要关注这三种。

1. The individualistic negotiator prefers to maximize his or her own gain and is indifferent to how much the other person is getting. 2. The competitive negotiator prefers to maximize the difference between his or her own profits and those of the other party (i.e., “beat” the other side). 3. The cooperative negotiator seeks equality and to minimize the difference between negotiators’ outcomes.

1. 自我型的谈判者 喜欢将自己的利益最大化， 几乎不关注别人。 2. 竞争型的谈判者 喜欢将利益差额最大化 （“打败”对方）。 3. 合作型的谈判者 追求平等 谈判结果差额最小化。

9.2.3 Assessing Your Motivational Style For a quick assessment of your own motivational orientation, answer the nine questions in Exhibit 9-2.

9.2.3 Assessing Your Motivational Style 9.2.3 评估你的动机风格 为了快速评估 你自己的动机定位， 请回答表9-2的 9个问题。

Motivational Style Assessment Each question presents three possible distributions of money (A, B and C) to you and an opponent. Your task is to choose which of these distributions you most prefer. Indicate your true preference, not what you think you should choose. Be honest with yourself and circle only one alternative per question.

Motivational Style Assessment 动机风格的评估 下面每一项会提供三种可能发生在你和对手之间的资 金分配方式（A、B、C）。 你要做的就是 选出你最喜欢的那种分配方式。 请表示你的真正偏好， 而不是你认为应该选哪个。 要实事求是， 每个问题只选一项。

Payoff to You Payoff to Other A （$） B C 1 You Other Party 4800 800 5400 2800 2 5600 3000 5000 1000 3 5200 1200 5800 3200 4 4900 5 900 6 5700 7 5100 1100 8 5500 9

支付给你的 支付给对方的 A （美元） B C 1 你 对方 4800 800 5400 2800 2 5600 3000 5000 1000 3 5200 1200 5800 3200 4 4900 5 900 6 5700 7 5100 1100 8 5500 9

Compute your cooperative score by giving yourself one point for: #1-C, #2-B, #3-A, #4-C, #5-B, #6-A, #7-A, #8-C, #9-A.

下面这些选项每个1分， 加起来计算你的合作性分数： #1-C, #2-B, #3-A, #4-C, #5-B, #6-A, #7-A, #8-C, #9-A。

Compute your competitive score by giving yourself one point for: #1-A, #2-C, #3-B, #4-A, #5-C, #6-B, #7-C, #8-B, #9-B.

下面这些选项每个1分， 加起来计算你的竞争性分数： #1-A, #2-C, #3-B, #4-A, #5-C, #6-B, #7-C, #8-B, #9-B。

Compute your individualist score by giving yourself one point for: #1-B, #2-A, #3-C, #4-B, #5-A, #6-C, #7-B, #8-A, #9-C.

下面这些选项每个1分， 加起来计算你的自我主义分数： #1-B, #2-A, #3-C, #4-B, #5-A, #6-C, #7-B, #8-A, #9-C。

9.2.4 Strategic Issues Concerning Motivational Style Once you know your own (and the other party’s) motivational style, how can you best use this information? Several strategic issues are relevant when it comes to motivational style.

9.2.4 Strategic Issues Concerning Motivational Style 9.2.4 关于动机风格的策略性议题 一旦你了解了自己（和对方）的动机风格， 那么怎样才能最好地利用这些信息呢？ 有几种策略性议题 用在动机风格方面很合适。

1) The Myth of the Hard Bargainer 2) Do Not Lose Sight of Your Own Interests 3) Social Comparison Can Cause Breakdowns in Negotiation 4) Use the Principle of Reinforcement to Shape Behavior 5) The Power of Reciprocity 6) Anticipate Motivational Clashes at the Bargaining Table 7) Motivational Convergence 8) Epistemic Motivation

1）强硬谈判者的误区 2）不要忽视了你自己的利益 3）社会攀比可能导致谈判失败 4）运用强化原则影响对方的行为 5）相互作用的力量 6）预见谈判桌上发生的动机冲突 7）动机融合 8）求知动机

1) The Myth of the Hard Bargainer Simply put, as negotiators become more irritating, stubborn, and unethical, their effectiveness ratings drop. Similar findings have been obtained by directly observing negotiators (as opposed to self-and other-reports).

1) The Myth of the Hard Bargainer 1）强硬谈判者的误区 简而言之，当谈判者变得 更加令人恼火 更加固执 更加不道德的时候， 他们的效率级别也下降了。 而且，通过直接观察谈判者也会获得类似的发现 （与自我和别人对比的报告不同）。

When both negotiators have a cooperative orientation, they can be more effective in terms of maximizing the pie. Highly cooperative negotiators use more integrative strategies (such as information exchange), make more proposals for mutual coordination, and use fewer distributive tactics. Moreover, the more cooperatively motivated people present in a negotiation, the more integrative (pie-expanding) information is exchanged.

当双方谈判者都采取乐于合作的定位时， 他们在扩大馅饼方面的效率更高。 高度合作的谈判者会采用更多的整合性策略， 作出更多的双边协议方案， 并较少采用分配性战术。 并且， 谈判中合作驱动型的人越多， 整合性（扩大馅饼）信息的交换就越多。

When individualistically motivated negotiators are at the table, distributive strategies increase (e.g., positional statements and substantiation). Cooperators and individualists take different roads to reach win-win outcomes. Individualists use the multiple-offer strategy and indirect information exchange; in contrast, cooperators share information about interests and priorities directly.

而当有自我驱动型的谈判者在场时， 分配性策略（如立场陈述和证实）出现的几率就增加许多。 合作型和自我型的人 在达成双赢解决方案方面会采取不同的手段。 自我型的人 会采取多重报价的策略， 进行间接的信息交换。 合作型的人则相反 会直接分享关于利益和优先选择事项的信息。

2) Do Not Lose Sight of Your Own Interests By arguing that competitive, hard bargaining is not effective, we do not mean that negotiators should turn into “cream puffs.” In any negotiation situation, it is important not to lose sight of our own interests.

2) Do Not Lose Sight of Your Own Interests 2）不要忽视了你自己的利益 我们认为 竞争型和苛刻型的谈判手段没有效果， 并不意味者要谈判者变成“懦弱派”。 不忽视你自己的利益， 这在任何谈判中都很重要。 (对自己和别人的利益保持高度的关注非常重要。)

Individualists do not need to worry about this possibility, but cooperators and competitors do. Often, two cooperators end up with a lose-lose agreement because they fail to make their interests known to the other party. Similarly, competitors are often so intent on “beating” the other side they do not pay attention to their own interests. In a sense, they win the battle but lose the war.

自我型的人不用担心会发生这样的事情。 而合作型和竞争型的人则需要对此加以注意。 通常， 两个合作型的谈判者会以双输协议收场。 因为他们都未能让对方知道自己的利益所在。 同样地，竞争型的人只想着打败对方， 而忽视了自己的利益。 在某种意义上，他们赢得了一场战斗， 却输掉了整个战争。

3）Social Comparison Can Cause Breakdowns in Negotiation As noted in Chapter 5, people are concerned with the payoffs received by others. In one investigation, people were given several choices concerning the division of a pie between themselves and another person (e.g., $300you/$300 other versus $500 you/%800 other, etc.). They were asked to indicate how satisfactory each division of the pie was.

3）Social Comparison Can Cause Breakdowns in Negotiation 3）社会攀比可能导致谈判失败 正如第五章指出的 人们很关心别人获得多少。 在一次调查中， 给人们几种在他们和别人之间分配馅饼的选择， 然后问他们对每一种分配方式的满意度如何。

If people were purely individualistic, satisfaction would only be driven by the amount of money for oneself. In fact, people were highly concerned with how much the “other person” received. So much so that people often preferred to earn less money, if it meant that this would equate outcomes between themselves and another person.

如果人们是纯粹自我型的， 那么他们的满意度取决于分给他们的钱是多少。 实际上， 人们高度关注“别人”得到了多少。 他们对此如此关注， 以致若少拿钱能意味他们所得与别人相等的话， 他们往往也愿意这样做。

(1) The Relationship Affect the Motivational Orientation The relationship we have with the other party can affect our own motivational orientation. Consider the following choices: Choice A: $4,000 for yourself Choice B: 50% chance at $3,000; 50% chance at $5,000 Which do you choose?

(1) The Relationship Affect the Motivational Orientation （1）人际关系影响动机定位 我们与对方的关系 会影响我们的动机定位。 来看下面的选项： 选项A：给你4000美元 选项B：得到3000美元的概率为50%； 得到5000美元的概率为50% 你选哪一个？

We then asked a separate, but comparable, group of MBA students to choose between the following: Choice C: $4,000 for yourself $6,000 for another person Choice D: Self: 50% chance at $3,000, 50% chance at $5,000 Other: 50% chance at $7,000,

我们又让可用于比较的另一组工商管理硕士生 在下面两个选项之间进行选择： 选项C： 给你4000美元 给别人6000美元 选项D： 自己：得到3000美元的概率为50%； 得到5000美元的概率为50% 别人：得到7000美元的概率为50%；

A close look at all four choices (A,B,C, and D) reveals that choice C is identical to choice A (except for the payoff to the other person), and choice D is identical to chose B (except for the payoff to the other person). Thus, if people were perfectly rational and consistent, they would chose C over D (given that most choose A over B). However, this outcome dose not occur.

仔细观察全部四个选项，可以发现 C和A相同（只是支付给另一方的钱数不同） D和B相同（只是支付给另一方的钱数不同）。 因此， 如果人们非常理性并且专一的话， 他们会选择C而不是D （假设大多数人都选A而不是B）。 然而， 实际发生的情况却不是这样。

People’s choices are driven, in large part, by their relationship with the other party. Negotiators who have a positive relationship with the other person prefer the sure thing of choice C over the gamble of choice D; in contrast, those who had a negative relationship with the other person preferred to gamble on D over C. The type of relationship we have with another person affects our motivational orientation.

在很大程度上， 人们的选项是受他们与对方的关系影响的。 与对方有积极关系的谈判者， 更愿意选择稳妥行事。 相反，与对方关系消极的谈判者， 更愿意在D上赌一把。 很显然， 我们与他人的关系类型会影响我们的动机定位。

（2）Strategies Differences Distinct differences are evident between the pie-expanding and pie-slicing strategies used by cooperators versus those sued by competitors.

(2) Strategies Differences （2）策略差异 合作型与竞争型的人 在扩大馅饼和分配馅饼之间所运用的策略 也有着明显的差别。

Cooperators not only increase the size of the pie, they also prefer an equitable division of the pie in comparison to individualist and competitors. Furthermore, cooperation is strongly related to reciprocity: Relative to individualists and competitors, cooperators are more likely to engage in the same level of cooperation as their opponent.

合作型的人 不仅增大馅饼的尺寸， 相对于自我型和竞争型的人来说， 还希望公正的分配馅饼。 而且，乐于合作和相互作用是紧密相联的： 与自我型和竞争型的人相比， 合作型的人更有可能与对手进行相同程度的合作。

4）Use the Principle of Reinforcement to Shape Behavior Negotiators can use basic principles of reinforcement (and punishment) to shape the behavior of their opponents. Reinforcement and punishment can be subtle, and the other party may not even be aware that you are using it.

4）Use the Principle of Reinforcement to Shape Behavior 4）运用强化原则影响对方的行为 谈判者可以运用基本的强化原则（惩罚） 来影响对手的行为。 强化和惩罚的运用可以是微妙的， 对方可能甚至没有觉察到你在使用这些方法。

One of the best ways to encourage the counterparty to engage in a behavior is to reinforce it positively when you see that person using it. It is important to reinforce the behavior immediately after it occurs. Similarly, one of the fastest ways to extinguish behavior you do not want the counterparty, to use is simply not to respond.

鼓励对手做出某种行为的最好方法之一， 就是当你看到他在做这种行为时， 对其进行正强化。 非常重要的一点是， 在行为发生后，即刻进行强化。 同样地， 让对手停止做出你不希望他做的行为， 最快的方法就是对其不予回应。

5）The Power of Reciprocity Integrative (pie-expanding) and distributive (pie-slicing) behaviors end to be reciprocated. Similarly, the tendency is for people to reciprocate the motivational orientation of the other party. If you want to discourage a competitive motivational orientation in the counterparty, then resist the urge to reciprocate it.

5）The Power of Reciprocity 5）相互作用的力量 整合性（扩大馅饼）和分配性（分配馅饼） 这两种行为具有相互作用的倾向。 同样， 这种倾向使人们与对方在动机定位上具有相互性。 如果你想要扼制对手的竞争性动机， 那么你就要抑制自己以牙还牙的冲动。

6）Anticipate Motivational Clashes at the Bargaining Table It is unlikely that the counterparty will have the same motivational orientation as you. What happens when a person with a cooperative orientation negotiates with a competitive person?

6）Anticipate Motivational Clashes at the Bargaining Table 6）预见谈判桌上的动机冲突 以下情况是不可能发生的： 对手与你具有相同的谈判动机。 当合作型定位的人与竞争型的人谈判时， 会发生什么情况呢？

The cooperator begins the negotiation in a cooperative fashion, but when she realizes that she is facing a competitor, she changes her own style. People with a cooperative orientation behave competitively when paired with a competitive opponent, whereas competitive players do not change.

合作型的人以合作的方式开始谈判， 但当她意识到自己正面对一个竞争型的对手时， 她将改变自己的风格。 当与竞争型的对手配对谈判时， 合作定位的人会表现得很有竞争性， 而竞争型的人却不会改变。

In another study, when different types of players were faced with a prosocial (cooperative) opponent, prosocial and individualistic players were more likely to cooperate than were competitive players, but they would compete when the other party competed; competitive players competed regardless of the behavior of the other party.

在另一项研究中， 当不同类型的人遇到亲社会型（合作型）的对手时， 亲社会型和自我型的人 比竞争型的人有可能变得乐于合作。 但是，当对方竞争时，他们也会竞争。 无论如何， 竞争型的人都会做出竞争行为。

7）Motivational Convergence A negotiator’s goal orientation (individualistic, cooperative, or competitive) provides an initial strategic approach to negotiations. During negotiation, people’s strategies often change in response to how they view the other party and the situation. In particular, when a cooperator meets a competitor, the cooperator is the one to change.

7）Motivational Convergence 7）动机融合 谈判者的目标定位（自我型、合作型或竞争型） 决定了他最初进入谈判的策略方法。 在谈判过程中，人们的策略往往会 根据他们对对方和形势的看法的变化而发生改变。 尤其是， 当合作型的人遇到竞争型的人时， 前者就会改变。

Thus, a strong tendency toward convergence of styles is likely to occur at the bargaining table. Convergence of outcomes, as well as bargaining styles, occurs in later stages of negotiation. As deadlines approach, people exchange specific proposals and make concessions.

于是， 谈判桌上就会出现风格融合的强烈倾向。 谈判成果的融合 以及议价风格的融合 将会出现在谈判的后期阶段。 随着最后期限的临近， 人们相互交换具体提议 并作出让步。

8）Epistemic Motivation Epistemic motivation refers to a person’s need to understand his or her world. To reach integrative agreements, negotiators should have not only a cooperative (social) orientation but also a deep understanding of the task (epistemic motivation). Indeed, negotiators who are high in both epistemic and cooperative motivation develop greater trust and reach more integrative agreements than those low in cooperation or low in epistemic motivation.

8）Epistemic Motivation 8）求知动机 求知动机指的是一个人了解自己的世界的需求。 为了达成整合性协议，谈判者 不仅应该拥有合作（友善的）定位， 而且应该深入了解任务本身（求知动机）。 事实上， 那些求知动机和合作动机较强的谈判者比较弱的谈判者，会建立更大的信任，并达成更多的整合性协议。

9.3 Interests, Rights, And Power Model of Disputing According to Ury, Brett, and Goldberg, negotiators use one of three types of approaches when in the process of conflict or dispute resolution: Interests, Rights, and Power. Next, we present each approach in greater detail. Which one characterizes you?

9.3 Interests, Rights, And Power Model of Disputing 9.3 争端的利益、权利和权势模式 尤里、布雷特和戈德伯格认为： 谈判者化解矛盾或争端时，会从下面三种方法选其一： 利益 权利 权势 接下来，我们具体讲述每一种方法。 哪一种方法表现了你的特点呢？

9.3.1 Three Types of Approaches During the process of negotiating or resolving disputes, the focus may shift from interests to rights to power and back again.

9.3.1 Three Types of Approaches 9.3.1 三种方法 在谈判或化解争端的过程中， 其焦点可能会 从利益 转到权利 再转到权势。 依次循环往复。

1) Interests Interests are a person’s needs, desires, concerns, fears - in general, the thing a person cares about or wants. Interests underlie peoples’ positions in negotiation (the things they say the want).

1) Interests 1）利益 利益 是一个人的需求、渴望、顾虑和担心。 概括起来， 就是一个人所关心或想要的事情。 利益是他们在谈判中的立场基础（所说所想之事）。

Reconciling interests in negotiation is not easy. It involves understanding interests, devising creative solutions, and looking for trade-offs. It is difficult to immediately address interests in a negotiation because people adopt positional tendencies and because emotion can often conceal interests.

在谈判中协调利益并不容易。 涉及到 理解利益， 设计创造性的解决方案， 寻找权衡交易。 由于 人们采用立场倾向， 情绪往往会掩盖利益， 因此， 很难立即找出谈判中的利益所在。

Negotiators who use an interests-based approach frequently ask other parties about their needs and concerns and, in turn, disclose their own needs and concerns. Negotiators who focus on interests attempt to learn about the other party’s underlying needs, desires, and concerns. Interests-based negotiators attempt to reconcile differing interests among parties in a way the addresses parties’ most pressing needs and concerns.

采用基于利益的方法的谈判者 会频繁地询问对方的需求和顾虑， 反过来，也会透露自己的需求和顾虑。 那些着眼于利益的谈判者 试图了解对方的根本需求、期待和顾虑。 运用利益为基础的方法的谈判者 往往会用强调各方最迫切的需求和顾虑的方式 调和各方利益的差异。

2) Rights These examples illustrate that a common negotiation style is to rely on some independent standard with perceived legitimacy or fairness to determine who is right in a situation. Some rights are formalized by law or contract. Others are socially accepted standards of behavior, such as reciprocity, precedent, equality, and seniority.

2) Rights 2）权利 这些例子说明， 一般的谈判风格要依赖于一些独立的标准， 而这些标准都具有明显的合法性或公平性， 从而确定在某些情况下谁对谁错。 一些权力是由法律或合同赋予的。 另一些权力是为社会所接受的行为标准，例如： 利益互惠、先例、平等、资历。

Rights are rarely clear-cut. They often differ from situation to situation, and sometimes, contradictory standards apply. Reaching an agreement on rights, where the outcome will determine who gets what, can often be exceedingly difficult, frequently leading negotiators to involve a third party to determine who is right. The prototypical rights procedure involves adjudication, in which disputants present evidence and arguments to a neutral third party with the power to hand down a binging decision.

权利的划分几乎不是清晰的， 它们往往因情况的不同而有所变化， 而且有时候还会适用相互矛盾的标准。 对权利问题达成协议， 规定谁得到什么权利， 这通常是非常困难的 ——往往需要谈判者引进一个第三方来确定谁是谁非。 权利程序会涉及到裁决。 争论双方向中立的第三方提供证据和论据， 而这个第三方要具有下达约束性裁决的实力。

Negotiators who focus on rights apply standards of fairness to negotiation. Standards may include terms specified by contracts, legal rights, precedent, or expectations based upon norms. Negotiators who use a right-based approach frequently say things like “I deserve this” or “This is fair”.

着眼于权利的谈判者 会在谈判中使用公平的衡量标准。 这些标准可能包括 合同条款 法定权利 先例 规范要求 采用以权利为基础的方法的谈判者， 经常会说类似以下的话语： “这是我应得的”，或者 “这是公平的”。

3) Power Power is the ability to coerce someone to do something he or she would not otherwise do. Exercising power typically means imposing costs on the other side or threatening to do so. Exercising power may manifest itself in acts of aggression, such as sabotage, physical attack, or withholding benefits derived from a relationship.

3) Power 3）权势 权势： 强迫某人去做他本来不会去做的事情的能力。 运用权势，一般意味着 使对方遭受经济损失，或 威胁他们将会受到经济损失。 运用权势可能表现为侵犯行为，如 破坏、身体攻击、扣留合伙人所得的利益。

Within a relationship of mutual dependence, the question of who is more powerful rests on who is more dependent. In turn, one’s degree of dependency on the other party rests on how satisfactory the alternatives are for satisfying one’s interests. The better the alternative, the less dependent one is. Power moves include behaviors that range from insults and ridicule to strikes, beatings, and warfare.

在相互依赖的人际关系中， 谁的依赖性更强就决定了谁更有权势。 反过来，一方依赖对方的程度 取决于他的其它选择方案对其利益的满足程度。 其他方案越好，其对对方的依赖程度就越低。 权势行动包括的范围 从辱骂和嘲笑 到罢工、武力打击以及战争。

The variety of power tactics have in common the intent to coerce the other side to settle on terms more satisfactory to the wielder of power.

各种各样的权势战术都有一个共同的目的， 迫使对方同意并接受有利于权势实施方的条件。

Two types of power-based approaches are threats (in which one or both parties makes a threat) and contests (in which parties take action to determine who will prevail). Determining who is more powerful without a decisive and potentially destructive power contest may be difficult because power is ultimately a matter of perception.

以权势为基础的方法有两种类型。它们包括： 威胁 （对一方或双方都作出的威胁） 竞争 （各方采取行动，确定谁将占据上风） 如果没有决定性或具有潜在破坏性的权势竞争， 可能难以确定谁的权势更大。 因为权势说到底是个认知问题。

Despite objective indicators of power (e.g., financial resources), parties’ perceptions of their own and each other’s power do not often coincide. Moreover, each side’s perception of the other’s power may fail to take into account the possibility that the other will invest greater resources in the contest than expected, out of fear that a change in the perceived distribution of power will affect the outcomes of future disputes.

尽管有客观的权势指标（如财政资源）， 但是各方对他们自己和彼此的权势认知往往会不一致。 而且，由于害怕他们所认知到的权势分配发生改变， 从而影响未来的争端结果， 各方对另一方的权势认知， 不会考虑到对方对竞赛的资源投入可能比他们想 象的要多。

9.3.2 Strategic Issues Concerning Approaches Negotiators should keep in mind the following principles when choosing their approaches.

9.3.2 Strategic Issues Concerning Approaches 9.3.2 关于方法的策略性问题 谈判者在选择方法时， 应牢记下面的原则：

1) The Principle of Reciprocity 2) Interests Are effective for Pie-Expansion 3) How to Refocus Your Opponent on Interests (and Move Them from Rights and Power)

1）互惠原则 2）利益对扩大馅饼很有效 3）让对手将重点转移到利益上 （使他们从权利和权势转移出来）

1）The Principle of Reciprocity The style you use in negotiator will often be reciprocated by the other party. In one investigation, reciprocity rates were interests (42%), followed by power (27%) and rights (22%). Thus, before negotiation, you should evaluate the pros and cons of interests, rights and power. In general, interests are less risky than rights an power, as we will see late.

1) The Principle of Reciprocity 1）互惠原则 你在谈判中使用的风格也通常被对手使用。 在一次调查中， 互惠率利益（42%）、权势（27%）、权利（22%）。 因此，谈判前，应该评估利益、权势和权力的利弊。 正如我们在后面将看到的， 利益的风险比权利和权势小。

2) Interests Are effective for Pie-Expansion Focusing on interests can usually resolve the problem underlying the dispute more effectively than focusing on right or power. A focus on interests can help uncover “hidden” problems and help identify which issues are of the greatest concern to each party. Put the focus on interests early in the negotiations.

2) Interests Are effective for Pie-Expansion 2）利益对扩大馅饼很有效 着眼于利益比起着眼于权利和权势， 对解决根本争端更有效。 着眼于利益有利于 揭示隐藏的问题 并确定每一方的最重要问题。 在谈判中， 应该尽早把重心放在利益上。

This suggestion raises an obvious question: If interests are effective, why doesn’t everyone use them? Ury, Brett, and Goldberg identify several reasons, including lack of skill, the tendency to reciprocate rights and power, and strong cultural or organizational norms.

这条建议引起了一个明显的问题： 如果利益是有效的， 为什么每个人不能使用呢？ 尤利、布雷特、戈德伯格找到了几个原因： 缺乏技能 权力和权势的互惠倾向 强势文化 组织道德

3) How to Refocus Your Opponent on Interests (and Move Them from Rights and Power) Suppose you enter a negotiation with an interests-based approach, but your opponent is focusing steadily on rights or power. This is making you angry, and you find yourself staring to reciprocate power and right out of sheer self-defense. Yet you also realize this behavior is creating a lose-lose situation.

3) How to Refocus Your Opponent on Interests (and Move Them from Rights and Power) 3）如何让对手将重点转移到利益上 （使他们从权利和权势转移出来） 假设你以利益导向法参加一次谈判， 但是你的对手却看重的是权势和权力。 这使你很生气， 你发现自己也开始运用权势和权利方法了， 而这纯粹是自我防御。 你也意识到这种行为会产生双输结局。

How do you break out of the spiral of reciprocity? Consider two strategies: personal strategies (that you, as a person, can use in a face-to-face situation) and structural strategies (steps that an organization can take to create norms that engender an interests-based culture).

你怎样打破这种“以其人之道还治其人之身”的怪圈 呢？ 可以考虑两套策略： 个人策略 以个人的身份在面对面的情形中运用。 机构策略 组织可以采取的措施。 从而形成以利益为基础的文化规范。

1）Personal Strategies (1) Do Not Reciprocate! (2) Provide Opportunities to Meet (3) Don’t Get Personal: Use Self-Discipline (4) Use Behavioral Reinforcement (5) Send a Mixed Message (6) Try a Process Intervention (7) Let’s Talk and Then Fight (8) Strategic Cooling-Off Periods (9) Paraphrasing (10) Label the Process

1) Personal Strategies 1）个人策略 （1） 不要以牙还牙！ （2） 提供见面的机会 （3） 不要进行人身攻击——要自律 （4） 运用行为强化 （5） 发出混合性信息 （6） 试着进行过程干预 （7） 让我们先对话再争斗 （8） 策略性的冷却期 （9） 复述 （10）标注做事方法

(1) Do Not Reciprocate! If you want to extinguish a behavior, resist the urge to reciprocate. By not reciprocating, you can refocus your opponent.

(1) Do Not Reciprocate （1）不要以牙还牙！ 如果你想要终止一种行为， 就要克制自己“以牙还牙、以眼还眼”的冲动。 克服了这一点， 你就可以令对手将其关注的重心转移开来。

(2) Provide Opportunities to Meet Often, rights- and power-based approaches emerge when parties are out of touch and uncertain about the intensions of the other side. Getting parties together of informal discussions can move then toward interests. When people are face-to-face, they often can’t help but feel some compassion for the other party. Moreover, differences don’t have an opportunity to fester.

(2) Provide Opportunities to Meet （2）提供见面的机会 通常，当各方不相接触，且不确定对方的意图时， 基于权利和权势的方法就会出现。 各方聚在一起进行非正式讨论， 可以将他们的着眼点转移到利益上来。 当人们面对面时， 他们往往会不自觉地产生对对方的同情。 而且， 差异自然也不会再进一步加剧了。

(3) Don’t Get Personal: Use Self-Discipline. Make sure that you stay focused on the conflict and the issues. Many negotiators begin to attack the other party’s character. In their classic book, Getting to Yes, Fisher and Ury advocate separating the people from the problem.

(3) Don’t Get Personal: Use Self-Discipline （3）不要进行人身攻击——要自律 要确保 自己一直针对矛盾和议题。 许多人会开始攻击对方的人格。 在费舍尔和尤里的经典书籍 《实质利益谈判》（Getting to Yes）中， 他们提倡对事不对人。

这一现象与成功的婚姻有很多的相似特征。 离婚的最大决定因素 不是争吵多少， 不是生多少气。 而是是否进行人身攻击。

(4) Use Behavioral Reinforcement Make sure that you are not rewarding the other party’s rights- or power-base behavior. In other words, if you have been planning on making a concession, do not offer it to the other party immediately after he or she has misbehave or acted out. If you do, you reward the very behavior you want to extinguish. One of the most effective ways to extinguish a behavior is simply not to react.

(4) Use Behavioral Reinforcement （4）运用行为强化 确保自己不会对对方基于权利和权势为基础的行为以 牙还牙。 换句话说， 如果你在计划让步， 那么也不要在对方进行了无礼或不当的行为之后立即让步。 否则，你就是给自己想要终止的行为进行褒奖。 包括眼神交流、点头、微笑及其他非语言的认可行为。 终止一种行为的最有效的方法之一， 就是不做回应。

(5) Send a Mixed Message （5）发出混合性信息 换句话说， 要以其人之道还治其人之身， 同时还要增加一些基于利益的提案。 以牙还牙是一种本能的行为， 尤其是在有压力的情况下。

因此，你可能发现你的对手惹你生气， 而你需要“锻炼你的忍耐力”。 一个有效的策略是 报以权利或权势， 且结合一些基于利益的问题或提案 向对方发出“混合性信息”（利益、权利或权势相结 合）， 可以给他们一个机会选择 以何种方式进行回应——利益、权利或权势。

(6) Try a Process Intervention （6）试着进行过程干预 过程干预是基于利益的战术， 目的是将对手带回到基于利益的谈判中。 有效的过程 包括以前讨论的所有扩大馅饼的策略。 （如多重报价，透露重点关注事项的信息） 还包括其他几种争端化解的策略。

(7) Let’s Talk and Then Fight （7）让我们先对话再争斗 另一种策略是 同意先对话20分钟左右， 然后再争论。 通过预先达成一个这样的程序， 双方都会默默地互相倾听， 至少可以暂时如此。

(8) Strategic Cooling-Off Periods （8）策略性的冷却期 在矛盾激烈的时候， 很容易进行基于权利的回应或展示权势。 毕竟，基于利益的方法要求更深水平的认知过程， 以及摆脱更明显的权利型和权势型问题的能力， 这些问题出现的可能性很大。 因此，插入几段冷却期使他们更好地评估自己的需求 和利益， 不受权利型和权势型问题的约束， 这通常会对双方的利益都有好处。

(9) Paraphrasing （9）复述 很多时候， 在试图将权利型和权势型争论转换成利益型讨论 过程中， 谈判者会遇到困难。 谈判者不要摒弃利益型的方法， 而是坚持不懈地努力了解对方的根本利益， 这一点非常重要。

斯蒂芬柯维建议矛盾的各方应该互相同情。 他有一套严格的基本准则： “除非你不断重复对方的观点，直到令他满意为 止， 否则，你就无法让对方接受你的观点。” 人们往往会非常情绪化以致无法倾听。 在柯维看来，他们只是假装倾听。 谈判者只有在令对方满意后， 才有机会陈述自己的观点。

(10) Label the Process （10）标注做事方法 如果你发现 在你已经试图着眼于利益后， 对手却仍在运用基于权利或权势的方法， 那么指出你的发现并归类对手运用的策略， 也许不失为一个好方法。 识别或认定一种战术无效 可以对谈判起到平衡和重新定位的作用。

2) Structural Strategies 2）机构策略 下面讲的机构策略是尤里、布雷特和戈德伯格在他们 的《解决争端》（Getting Disputes Resolved）一书中 所建议的。 他们提出了几种方法， 可以用这些方法设计争端化解系统并在组织内部 加以应用。 这里将具体阐述其中的一部分。 所有这些方法都是为了降低处理争端的成本， 并达成令人满意且经得起考验的解决方案。

(1) Put the Focus on Interests （1）将焦点放在利益上 有关各方应该努力进行谈判， 而不应该将问题升级到需要裁决的程度。 这可以通过建立一个各方都知晓的谈判程序来实现。 一些公司坚持运用多级谈判程序解决利益问题。 另一个策略是明智的顾问策略，由一名高层处理纠纷。 开辟多途径，通过多渠道解决争端。 提供谈判技巧和培训，从利益角度进行谈判。 第三方干预，也可以把着眼点放在利益上。

(2) Build in “Loop-Backs” to Negotiation （2）在谈判中建立“回路” 尤里、布雷特和戈德伯格认为 基于利益的程序并不能解决所有的争端， 而权利和权势之争则会造成很大损失， 并且存在风险。 绝佳的机构解决方案 会提供鼓励谈判者从竞争转回谈判。 这些方法是尤里、布雷特和戈德伯格所说的 “回路”程序。

9.4 Emotions and Emotional Knowledge Emotions are inevitable in conflict and negotiations. We need to be concerned about our own emotional expression, as well as that of the counterparty. Moreover, negotiators vary in terms of how accurate they are in assessing the emotional expression of others.

9.4 Emotions and Emotional Knowledge 9.4 情绪及情绪知识 情绪在谈判和冲突中是不可避免的。 我们 既要关注自己的情绪表达， 也要关注对方的情绪表达。 在评估他人的情绪表达方面， 不同的谈判者其准确程度也会各不相同。

9.4.1 Emotions and Moods 1) Emotions 2) Moods

9.4.1 Emotions and Moods 9.4.1 情绪和心情 1）情绪 2）心情

1) Emotions For the purposes of this chapter, emotions are relatively fleeting states that are usually fairly intense and often a result of a particular experience.

1) Emotions 1）情绪 本章所讨论的情绪， 是一种相对相对短暂的心理状态。 它通常相当激烈， 并且往往是某个特定经历导致的。

In general, emotions are characterized into two broad classes: positive emotions, such as love, joy, and happiness, and negative emotions, such as sadness, fear, and anxiety.

一般地，情绪按特征可以分为两类： 积极情绪，如： 喜爱 欢乐 幸福。 消极情绪，如： 伤心 害怕 焦虑。

2) Moods Moods are more chronic and more diffuse, meaning that whereas emotions are a result of, and can be directed at, certain events or people, moods are usually not directed at someone.

2) Moods 2）心情 心情， 更加持久 更加容易扩散。 也就是说， 尽管情绪是源自于或针对于某个事件或某个人， 但是心情通常不是针对某个人的。

Unlike emotions, which are very specific, such as anger, regret, relief, gratitude, and so on, moods are often classified as simply “being in a good mood ” or a “bad mood.”

不像情绪非常具体，如 生气 遗憾 宽慰 感激 等等。 心情通常被简单地被区分为 “心情好”，或者 “心情不好”。

Emotions and moods can be either a consequence or a determinant of negotiation behavior and outcomes.

情绪和心情 可能是谈判行为和结果所产生的后果， 也可能对谈判行为和结果起到决定性的作用。

9.4.2 Emotional Knowledge 1) Expressed Versus Felt Emotion 2) Genuine Versus Strategic Emotion 3) Negative Emotion 4) Positive Emotion 5) Emotional Intelligence 6) Emotional Intelligence and Negotiated Outcomes

9.4.2 Emotional Knowledge 9.4.2 情绪知识 1）表达情绪和感受情绪 2）真实的情绪和策略性的情绪 3）消极情绪 4）积极情绪 5）情绪智商 6）情绪智商和谈判成果

1）Expressed Versus Felt Emotion People vary in terms of their ability and willingness to express (as well as control) their emotions. There are implications for people who express too much emotion and, conversely, for those who attempt to suppress emotions. Negotiators should resist the urge to gloat or show signs of smugness following negotiation.

1）Expressed Versus Felt Emotion 1）表达情绪和感受情绪 人们在情绪表达（控制）能力和意愿上会存在差别。 但无论是表达过多情绪的人， 还是那些试图压抑情绪的人， 都会表露除某些言外之意。 谈判者应该克制在谈判之后 洋洋得意的冲动，或 流露自命不凡的迹象。

In one investigation, some negotiators gloated following their negotiation (“I really feel good about the negotiation – I got everything I wanted!”). Other negotiators made self-effacing remarks (such as “I really didn’t do that well”). Later, negotiators who overheard the other party gloat or make self-effacing remarks were given an opportunity to provide valuable stock options to these same parties. Those parties who gloated received significantly fewer stock options than those who made the self-effacing remark.

在一次调查中， 一些谈判者沾沾自喜于他们的谈判 （“我太高兴了，我获得了我所要的一切！”） 另一些谈判者则表现出谦逊的言论 （例如，“我确实没有做好”）。 后来，谈判者无意中听到了对方的自鸣得意或自谦式 评论，并得到一个机会，由他们分配给对方高额股票期权。 与那些自谦的人相比， 洋洋得意的一方获得的股票期权少了许多。

2）Genuine Versus Strategic Emotion Perhaps the key question when it comes to emotion at the bargaining table concerns whether emotions are genuine (behavioral manifestations of felt emotions) or strategic (carefully designed orchestrations to take the counterparty off guard). You can assess your own strategic use of emotion.

2）Genuine Versus Strategic Emotion 2）真实的情绪和策略性的情绪 在研究谈判桌上的情绪时，或许最关键的问题在于 情绪是真实的还是策略性的。 真实的情绪： 行为就是所感受到的情绪的表现。 策略性的情绪： 精心设计的安排，目的是使对方放松警惕。 你可以对自己的情绪运用策略进行评估。

The effectiveness of three different strategic emotions (positive emotion, negative emotion, and poker-face (no emotion)) was tested in a distributive bargaining situation. The positive and poker-face strategies were distinctly more effective than the negative emotional strategy in obtaining a favorable outcome from a counterparty.

人们对分配性谈判中的三种不同的策略性情绪的效果 进行了测试。 积极的情绪 消极的情绪 不露声色的情绪（不表现出情绪） 在从对方获得对自己有利的成果方面 积极的情绪和不露声色的情绪策略 明显比消极的情绪有效。

In another investigation, three strategic uses of emotion were examined: expressing truly felt emotions, hiding felt emotions, and feigning unfelt emotions.

在另一次调查中， 对情绪的三种策略性使用方式进行了测试： 表达真实感受到的情绪 隐藏所感受到的情绪 假装没有感受到的情绪

When it comes to anger, hiding truly felt anger and feigning anger benefit negotiators in terms of monetary outcomes. Feigning rapport with the counterparty is especially useful for garnering concessions, as is feigning resentment. Elation or joy, however, is an emotion that is best kept hidden from the counterparty.

对于愤怒情绪来说， 在金钱方面，隐藏和假装对谈判者有利。 在攫取让步方面， 假装默契尤其有效， 假装怨恨也同样有效。 然而， 洋洋得意或欢乐的情绪则最好隐藏起来， 不要让对方发现。

3) Negative Emotion Another use of strategic or feigned emotion is the use of anger. Negotiators who use negative emotion feign temper tantrums as a way of threatening the counterparty to make a concession.

3) Negative Emotion 3）消极情绪 运用策略性情绪或假装情绪的另一种途径是： 表达愤怒。 那些利用消极情绪的谈判者假装大发脾气， 作为威胁对方使其做出让步的一种方式。

It makes a difference whether the anger is “real” or “strategic”. Negotiators who are really angry and feel little compassion for the counterparty are less effective in terms of expanding the pie than are happy negotiators. Moreover, they are not as effective in terms of slicing the pie.

愤怒是“真正的”还是“策略性的”， 是有区别的。 真正生气并且对对方缺乏同情心的谈判者， 在扩大馅饼方面的效果逊色于快乐的谈判者， 并且， 在分配馅饼方面也不那么有效。

In contrast, Negotiators who are “strategically angry” are more likely to gain concessions from their opponent because the counterparty will assume the angry person is close to their reservation point. Angry negotiators induce fear in their opponent, and their opponents are more likely to succumb when they are motivated.

相反， “策略性生气”谈判者更有可能获得对手的让步， 因为对手会认为临近保留点的人才会生气。 生气的谈判者会唤起对手的恐惧感， 从而使他们的对手只要一经触动就极有可能屈服。

The use of strategic negative emotion is not limited to displays of anger and temper tantrums. Displays of helplessness, pouting, and hurt feelings also can be used to manipulate others in negotiations. The type of negative emotion expressed may elicit very different reactions from counterparties. Negotiators conceded more when the opponent showed supplication (disappointment and worry) and conceded the least when the opponent showed guilt.

策略性的消极情绪不仅限于表现愤怒和大发脾气。 在谈判中也可以表现无助、不高兴和被伤害等方法来 操纵他人。 消极情绪不同的表达类型可能会引起对方截然不同的 回应。 当对手进行恳求（失望和担心）时， 谈判者会做出更多的退让。 当对手表现出愧疚时， 谈判者会做出最少的退让。

4) Positive Emotion Expressing positive emotion might have positive consequences in negotiator. People process information differently when in a positive mood, as opposed to a negative or neutral mood. Good moods promote creative thinking, which, in turn, leads to innovative problem solving.

4) Positive Emotion 4）积极情绪 表达积极情绪可能会对谈判产生积极的效应。 与消极或中性的情绪相反，在积极的情绪下， 人们处理信息的过程会有不同。 好心情可以催生创造性思维， 转而形成创造性问题的化解方式。

Negotiators who are in a positive mood use more cooperative strategies, engage in more information exchange, generate more alternatives, and use fewer contentious tactics than do negative or neutral mood negotiators.

具有积极情绪的谈判者 会更多地运用合作性的策略， 更愿意进行信息交流， 会想出更多的选择方案， 并且较少运用会引起争论的战术。

When people are experiencing a positive mood, they are more creative, generate integrative information, and are more flexible in conveying their thoughts. Why does positive emotion work? It is largely due to a combination of the self-fulfilling prophecy, information processing, and the fact that positive affect is associated with more creative and varied cognitions.

当人们心情好的时候，他们 会更具有创造性， 发掘整合性的信息， 而且在传达思想方面更具灵活性。 积极的情绪为什么会起作用呢？ 主要由于以下三个方面共同作用的结果： 自我实现的预言（一方的情绪会激发对方的情绪） 信息处理的程序 积极的影响通常与创造性和各种的认知相伴这一 事实。

5) Emotional Intelligence (EQ) Emotional intelligence is the ability of people (and negotiators) to understand emotions in themselves and others and to use emotional knowledge to effect positive outcomes. Whereas research and theory on emotional intelligence encourage people to be aware of their emotions, a large body of research indicates emotions, especially negative ones, can often thwart people’s ability to make good decisions.

5) Emotional Intelligence (EQ) 情绪智商 是指人了解自己和他人的情绪，并 利用情绪知识实现积极成果的能力。 对情绪智商的研究 在理论上鼓励人们了解自己的情绪。 但广泛的研究表明，情绪，尤其是消极情绪 往往会阻碍人们做出正确的决策。

For this reason, it is important to draw a distinction between expressing emotion and feeling emotion. Even though a negotiator may feel emotion, he or she may not express that emotion.

作出以下区分非常重要， 表达情绪 感受情绪。 尽管谈判者可能会 感受到某种情绪， 但他却可能不会表达出来。

6) Emotional Intelligence and Negotiated Outcomes The relationship between measured emotional intelligence (EQ) and negotiation outcomes is not totally straightforward. On one hand, framing negotiations in affective terms allows negotiators to be more involved and positive, but they simultaneously have lover levels of trust and use of cooperative negotiation tactics.

6) Emotional Intelligence and Negotiated Outcomes 6）情绪智商和谈判成果 情绪智商的高低与谈判成果之间的 关系很复杂。 一方面，从情感的角度来考虑， 情商高的人可以使谈判者更积极地参与， 但同时， 他们的信任度和对合作型谈判战术运用度降低了。

People who are high in measured emotional intelligence experience greater subjective outcomes in negotiation than do people lower in emotional intelligence, however, high EQ negotiators achieve lover objective outcome. Apparently, people high in emotional intelligence feel better emotionally and create objective value for their counterparty but not for themselves.

与情商低的人相比， 情商高的人会在谈判中取得更高的主观性成果 （情绪感觉好）， 然而， 高情商的谈判者所获取的客观成果却比较少 （主要为对方而不是为自己创造了更多的客观价值）

(1) Accuracy The ability to accurately read emotions in others, particularly the counterparty, is important for successful outcomes. Indeed, a consistent positive correlation exists between emotion recognition accuracy (ERA) and goal-oriented performance. Greater recognition of facial expressions predicted how well negotiator did in a buyer-seller negotiation, in terms of both distributive and integrative outcomes.

(1) Accuracy （1）精确性 精确理解他人的情绪，尤其是理解对手情绪的能力， 对于取得成功来说至关重要。 事实上， 在情绪识别精确性和目标导向的实现之间， 一直存在着正面的相关性。 对面部表情的识别能力高的谈判者， 可以预测出买卖谈判中的谈判者 在分配性和整合性成果两个方面的表现。

(2) Self-Efficacy Part of emotional intelligence is an certain degree of self-efficacy and confidence. Whereas no one likes an overly confident, arrogant person, we admire people who have a quiet, steady belief in themselves and a “can do” attitude. Just as there are many types of negotiation skills, it stands to reason that there are many areas of skill about which negotiators may or may not be self-confident.

(2) Self-Efficacy （2）自我效能 情绪智商的一部分 是某种程度的自我效能和自信心的表现。 没有人会喜欢过度自信和自负的人。 我们欣赏那些对自己坚信不疑却又不飞扬跋扈的人， 欣赏那种“可以做到”的态度。 正是因为谈判的技巧有很多类型， 所以谈判者就理所当然会对某些部分的技巧抱有 或不抱有自信。

Distributive self-efficacy refers to a negotiator’s belief in his or her ability to claim resources effectively (e.g., “gain the upper hand”; “persuade others to make the most concessions”); in contrast, integrative self-efficacy refers to a negotiator’s belief in her or his ability to create resources (e.g., “establish rapport”; “find tradeoffs”).

分配性自我效能： 是指谈判者相信自己在有效地索取资源方面的能力。 如， “占据上风”， “说服对方做出最多的让步” 整合性自我效能： 是指谈判者相信自己在创造资源方面的能力。 “建立默契” “发现权衡交易”

9.4.3 Strategic Advice for Dealing with Emotions at the Table Negotiators who understand how emotions work can be more strategic at the bargaining table. 1) Beware of What You are Reinforcing 2）Reevaluation Is More Effective Than Suppression 3) Emotions Are Contagious 4) Understand Emotional Triggers

9.4.3 Strategic Advice for Dealing with Emotions at the Table 9.4.3 处理谈判桌上情绪的策略性建议 了解情绪是如何起作用的 会帮助谈判者在谈判桌上变得更加深谋远虑。 1）要意识到你自己在强化什么 2）重新评估比压抑更有效 3）情绪是会相互感染的 4）了解情绪触发点

1) Beware of What You are Reinforcing People often make concessions to another person just to shut them up. What they may not realize is that this effectively reinforces the very behavior they are trying to extinguish. Negative reinforcement, or escape behavior, explains the increased likelihood of behavior that eliminate or removes an aversive stimulus.

1) Beware of What You are Reinforcing 1）要意识到你自己在强化什么 人们往往为了让对方不再说话而做出让步。 他们可能没有意识到， 这恰恰有效地强化了他们想要压制的行为。 负强化，或逃避行为， 解释了为什么人们采取消极或转移厌恶刺激的行 动不断增加的可能性。

In a similar vein, because most people find it unpleasant to be around someone who is openly hostile, negative, and unpredictable, they may be wiling to capitulate to the other party just to remove themselves from this aversive situation. Unfortunately, this behavior acts as positive reinforcement for the counterpart. If someone acts irrationally and you acquiesce, you increase the likelihood of that person engaging in negative behavior in the future.

大多数人发现， 有公然敌对、消极以及“无视权威、难以控制的 人”在身边，就会感到不快， 因此他们可能仅仅因为想要摆脱这种讨厌的环境 而让步。 不幸的是，这种行为却对对方起到了正强化作用。 如果某人行为不理智， 而你默许了， 你就增加了那人在将来不断做出这种消极行为的 可能性。

2）Reevaluation Is More Effective Than Suppression People often try to suppress emotions. However, suppression may backfire. Indeed, people who spend more time trying to repair their negative moods are the most likely to suffer from persistent emotional problems, such as depression and anxiety. Reevaluation involves acknowledging emotion, but thinking about a different way to view it.

2）Reevaluation Is More Effective Than Suppression 2）重新评估比压抑更有效 人们通常会试图压抑情绪。 然而，压抑情绪可能会适得其反。 事实上， 那些花费更多的时间试图去修复负面情绪的人， 如沮丧、焦虑情绪， 是最有可能受到持续性情绪问题所困扰的。 重新评估是指承认情绪的存在， 但要考虑用一种不同的方式来看待它。

3) Emotions Are Contagious If one negotiator conveys positive emotion, the other negotiator is likely to “catch” this positive emotional state and convey positive emotion as well. However, the same is true for negative emotion.

3) Emotions Are Contagious 3）情绪是会相互感染的 如果一位谈判者传达了积极的情绪， 那么对方可能被这种积极的情绪状态“感染”， 同样传达积极的情绪。 反之， 负面情绪也一样。

4) Understand Emotional Triggers Certain words, when used in negotiation, are loaded and evoke emotion, In one investigation, the emotional impact of six different types of words were measured. Of all the different types of word, those that labeled the other person negatively or told the other person what he or she ought to do triggered the greatest anger and frustration.

4) Understand Emotional Triggers 4）了解情绪触发点 有些词语，当用在谈判中时， 就会让人误解并激起不满情绪。 在一次调查中， 衡量了六种不同类型的词语对情绪的影响。 在所有不同类型的词语中，那些 对对方进行负面描述，或 告诉对方应该做什么的词语， 会触发最为强烈的愤怒和挫败感。

9.5 Application of Personality Checks The first personality test developed by the American army in 1917 to filter out weak recruits. Psychometric tests have used alongside interviews in western countries for more than 60 years and in Hong Kong for more than 20 years. The psychometric tests were brought to China by foreign-funded enterprises in the late 1990s.

9.5 Application of Personality Checks 9.5 性格测试在谈判中的应用 第一项心理测试，1917年，美国军队 其他西方国家60多年 香港30多年 20世纪90年代末，外商引入中国

Today the tests are becoming alarmingly sophisticated and are edging towards probing the “dark side”: pathology and personality disorders. However, there are problems with the tests. While the debate rages continues, however, the most important thing is to adopt a professional attitude to psychometric tests so that neither employees nor employers will suffer.

心理测试已经成为越来越普遍的招聘方法。 心理测试题目的设计目的是揭开受试者的性格秘密。 心理测试的有效性一直存在争议。 对于公司来说， 了解未来员工的性格非常重要。 因为性格对工作态度有重要的影响。 许多员工被解雇， 原因是其不良的工作态度。

The golden role is then, that a psychometric test should never be used as the sole basis of selection, but should always be followed by interviews.

一个基本原则是： 不要将心理测试作为唯一的选择标准， 而应该将其与面谈相结合使用。